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Training Reinforcement
Training & Organizational Development
Training Reinforcement
A forum for exchanging ideas about skills training, leadership training, management training, compliance training, e-learning, as well as organizational development and effectiveness.
Hi,
We are currently running a training program on consulting skills. We want to make sure that the skills being taught are not lost in the coming months. Does anyone have any ideas on how to reinf
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Forums » Topic Forums » Training & Organizational Development » Training Reinforcement
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Training Reinforcement
posted at 11/30/2001 11:23 AM EST
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Posts: 1
First: 11/30/2001 Last: 11/30/2001 |
Carrot and stick. Reward, publicly and grandly, the application of the skills and abilities your training program taught, follow-through as a manger by evaluating, for instance, your people's performance based on the new criteria (you DO have a new set of behavior criteria attached to your new skill-set, don't you?). It has to be easier for your people to adapt to the new patterns than to stick with the old ones. Hold them accountable for implementing your new ideas. They are going to test you to see if you really MEAN IT ("it" being the things you just told them to do in your training). Mabe they will just keep doing what they have always done and see if anyone notices. notice! |
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Training Reinforcement
posted at 12/4/2001 3:00 AM EST
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Posts: 1
First: 12/4/2001 Last: 12/4/2001 |
First, I would want to be comfortable that the training in place is working. You can easily get that information by interviewing the new employees soon after completion of the training to see if some areas of training are too weak or too strong.
Once you are comfortable that your training methods are on track, I think you could "shadow" the employee throughout the training year to watch their methods and progress. A shadowing program can be good because you can also teach on the spot when something isn't going quite right and allows for seeing the person truly in action. The only suggestion is having the "right" person to do the shadowing so that it isn't perceived as someone "looking over the shoulder" too much. Hope this is worthwhile to you. Good luck! |
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Training Reinforcement
posted at 12/4/2001 11:13 PM EST
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Posts: 1
First: 12/4/2001 Last: 12/4/2001 |
Hi, some ideas you might be able to use:
1. Timing. Deliver the training shortly before the skills are needed. If your staff starts using the new skills when fresh in mind then learning is more likely to stick. 2. Stimulus material. Can the training experience be prolonged by means of posters, screensavers, newsletters or post-training assignments via e-learning? 3. To teach is to learn twice. Could your best trainees get a role as peer tutors or furure trainers? Best regards, Steini |
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Training Reinforcement
posted at 12/11/2001 5:15 PM EST
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Posts: 1
First: 12/11/2001 Last: 12/11/2001 |
on completion of each module/input session the participants may be asked to apply the learnt skills at works.Form their discussion group wherein they share their experiences .The discussion group's meeting frequency can be fixed atleast once in a month.This way their learning will be more permanent and rich./ |
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Training Reinforcement
posted at 12/24/2001 3:56 AM EST
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Posts: 6
First: 12/24/2001 Last: 12/24/2001 |
Isn't it interesting that so many people on this topic are suggesting that you attempt to "change" your students by employing a frontal assault on their Conscious Mind? It's the conscious mind that's the problem.
The answer to your retention question lies in the unconscious mind. It comprises 90% of the mind's capacity. As you would expect, that's where most of the learning resources live. Look in your browser under "NLP." Or send me a note. NLP (Neuro-linguistic Programming) deals with teaching people by gently entering their unconscious mind and guiding them in a learning process. If you want to do something better, we can improve the mental strategy you use to do that activity. Your people who need the reinforcement probably already have the right skills and knowledge. However, they probably also have ineffective strategies. Throwing even more information at them will not fix your problem. If you're interested, if you want to see how to solve your problem, just send me a personal note. Look forward to communicating! Michael |
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Training Reinforcement
posted at 5/23/2007 10:52 PM EDT
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Posts: 1
First: 5/23/2007 Last: 5/23/2007 |
As I read Hammer and champy`s BPR Concept,I realy Undrstood it`s Imprtance for orgs.,to go with the compititive World.How ever i am not that much confident on human resource matters.It seems to be dehumanizing People.I am not sure .Would you plz give me some help in this Matter?
Thanks Dawit Kelemework MOT&C |
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Training Reinforcement
posted at 7/6/2007 8:12 AM EDT
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Posts: 2
First: 7/6/2007 Last: 7/6/2007 |
The very first step is a needs analysis to determine if training is actually the best solution.
What makes you think that the participants don't already have the skills, or know how to apply them, or that the curriculum you have designed fits the gap? Once you are sure these is a skills gap, other posters have accurately described the link between organizational needs and goals - the alignment piece. And the need for participants to meet with their manager before the session to outline expectations. After the participants have acquired the new skills (since this is consulting skills, your criterion referenced testing method must be a valid indicator that they actually learned this skills - not a cognitive test), they have to apply them. Here is where the "rubber meets the road." Even before training you need to ask: - Senior managers how they will support these new behaviors? - Line managers how they will support the new behaviors? - What barriers exist to using the new behaviors and skills? - How will using the new skills be measured? Rewarded? Coached? Reinforced? - Will there be an expectation that they use the skills, and who will monitor (not the training group - this is a management function). - Who will provide follow-up coaching? Since it is unlikely that the course will provide "consulting skills MASTERY" there needs to be a process outside the classroom for continuous learning, practice and feedback. Then 3-6 months after the new skills have been learned, you will need to followup to see if the new skills are being used, if there are any barriers to using the new skills, if there is an expectation to use, if there is coaching, feedback and reinforcement. Then based on the results go back and fix the work environment (not a training issue). Good luck! |
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Training Reinforcement
posted at 7/8/2007 10:08 PM EDT
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Posts: 108
First: 4/15/2007 Last: 8/17/2009 |
There have been many excellent replies that have alluded to two key factors in ensuring that training sticks. Some contributors have spoken about good training design (e.g., making sure that the training satisfies a genuine organizational need). Others have spoken about what trainers can do before, during, and after training (e.g., learning contracts and debriefs with managers). Others have mentioned organizational culture and environment factors, such as opportunity to apply new skills and reward systems.
As I worked with organizations to identify all of these factors and put in place actions to maximize training transfer, I created an easy to use summary of these all-important factors. I called my summary The PRACTICE Approach, where each letter identifies an important factor. Basically, the factors I identify are: Procedures that say how to perform and why Roles and Responsibilities that say what level of performance is required Aids on the job that extend the training room into the workplace Coaching that overcomes individual barriers to skill application Targets and measurement that proves people are performing Incentives that give a personal reason to perform Communication that informs and involves all stakeholders Engagement that motivates participants to apply skills I have some more detail on these factors at http://www.businessperform.com/html/transfer_of_training.html In my book, From Training to Enhanced Workplace Performance, I talk about specific actions that trainers and managers can do in each one of these areas. I think that you have hit on a very important question that organizations need to pay a lot more attention to if they are to get the most benefit out of employee training. Les Allan Author: From Training to Enhanced Workplace Performance Business Performance Pty Ltd http://www.businessperform.com |
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Training Reinforcement
posted at 7/25/2007 9:16 PM EDT
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Posts: 1
First: 7/25/2007 Last: 7/25/2007 |
Very interesting topic as there shouldnt be only measuring of training about the effectiveness of a particular training program, the actual results are shown afterwards. What was the impact of the training on the individual and how did he contributed towards the betterment and growth of organization by acquiring and learning the concepts in the training room. In my view Training should be monitored constantly, firstly at the end of the program in the evaluation there must be a question of how to apply the training in the practical scenario that should be agreed with the supervisor afterwards and the supervisor should give a feedback on a quarterly basis to the trainer how the newly acquired skills are being implemented and what change he has seen in the particular individual after the training |
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Training Reinforcement
posted at 7/26/2007 4:06 PM EDT
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Posts: 1
First: 7/26/2007 Last: 7/26/2007 |
Hi
what I have just learnt and of course yet to apply is turning the conventional people management system to knowledge management system, incorporating the training function measurement in it. There are few key habits in the k-management initiative where they are actually could be used to help training retention and application is a more systematic and structure way: k-identification is set k-acquisition is tune in k-application is expected k-sharing is encouraged k-development is continued k-creation is circled k-preservation is fulfilled k-measurement is captured there are lots detail follow from this initial learning. Up to here, hope it will help. thanks. |
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